By guiding employees towards greater levels of achievement, transformational leadership has become crucial to promoting team effectiveness. They also influence followers’ values, emotions, and attitudes and motivate them to perform beyond their expectations ( Yukl, 2012). These leaders foster followers in going beyond immediate self-interests, elevating their maturity as well as showing concern for achievement, self-actualization, and well-being of subordinates ( Bass, 1999). Because the effectiveness of teams matters for individual, organizational, and societal well-being, it is essential to study processes to promote it ( Kozlowski & Ilgen, 2006).Īccording to Bass (1999), changes in the marketplace and in the workforce led to a need to adopt a transformational leadership style. The various applications of teams in organizations have led to an approach that emphasizes their nature as finalized systems and the emergence of a new focus dedicated to this issue: effectiveness ( Mathieu, Maynard, Rapp, & Gilson, 2008).
In the present day, organizations worldwide tend to structure their work around teams and workgroups 1 to perform more rapidly, flexibly, and adaptively ( Kozlowski & Ilgen, 2006). Además, presentamos implicaciones para la práctica y sugerencias para futuras investigaciones. El rol de mediación del compromiso afectivo del equipo entre el liderazgo transformacional, la viabilidad de éste y la mejora del proceso en equipo, no ha sido sustentado empíricamente.
Los resultados revelaron que el compromiso afectivo con el equipo media parcialmente la relación entre el liderazgo transformacional y la calidad de la experiencia grupal. Las hipótesis se examinaron mediante modelos de ecuaciones estructurales. Los miembros del equipo ( N = 445) fueron encuestados sobre el liderazgo, el compromiso con el equipo y la calidad de la experiencia grupal, mientras que a los líderes ( N = 90) se les pidió que evaluasen la viabilidad del equipo y la mejora del proceso en equipo. Se administraron dos cuestionarios diferentes respectivamente a los miembros del equipo y a los líderes. Se encuestó a 90 equipos que trabajaban en diferentes contextos organizacionales en Portugal. Además, analizamos el efecto indirecto del liderazgo transformacional en la eficacia grupal a través del compromiso afectivo con el equipo. Hemos estudiado los efectos directos e indirectos del liderazgo transformacional en tres criterios de eficacia del equipo: la viabilidad, la mejora del proceso en equipo y la calidad de la experiencia grupal. Implications for practice and suggestions for further research are provided.Įl objetivo de esta investigación fue contribuir a aclarar los efectos del liderazgo transformacional en la eficacia de los equipos. The mediational role of affective team commitment between transformational leadership and both team viability and team process improvement was not supported. Results revealed that affective team commitment partially mediates the relationship between transformational leadership and quality of the group experience. Hypotheses were tested through structural equation modelling. Two different questionnaires were administrated, respectively, to team members and team leaders. Team members ( N = 445) were surveyed about leadership, team commitment, and quality of the group experience, whereas team leaders ( N = 90) were asked to assess team viability and team process improvement. Ninety teams working in different organizational contexts in Portugal were surveyed. In addition, we examined the indirect effect of transformational leadership on team effectiveness via affective team commitment.
In particular, we studied the effects of transformational leadership on three criteria of team effectiveness: viability, team process improvement, and quality of group experience. This paper investigates the effects of transformational leadership on team effectiveness.
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